Accoya Uses Chemistry Trick To Detoxify Exterior Wood Treatment Process

Most options for wood used in decks, outdoor furniture and siding are rarely entirely earth friendly, since they are often treated with heavy metals or toxic chemicals, or logged from unsustainable forests. One company is innovating in the space by altering the chemistry of the wood itself to make it weather and decay resistant.

After several years of research and development, Accsys Technologies began producing Accoya, a treated wood designed for outdoor exposure. The process uses acetylization, a chemical reaction that bonds together the hydroxyl group of molecules in the wood and replaces them with an acetyl group of molecules. The hydroxyl group is what microorganisms feed on, a cause of rot and decay, says Lisa Ayala, who represents Accsys’ North American branch. It is also what causes wood to shrink and swell.

To perform the molecular swap, wood goes through a vessel where heat, time and the addition of acetic anhydride creates a byproduct called acetic acid. In its simplest form, acetic acid dilutes to vinegar.

“When people smell the wood, they say it smells like pickles,” Ayala said. Less than 1% of the acetic acid remains in the wood after treatment, though even this small amount can cause zinc-plated or galvanized steel fasteners to corrode. The company offers recommendations on what kinds of fasteners and glues have been successfully tested with the treated wood.

Accoya could be used in place of pressure-treated wood, although Ayala said the company sees itself as more competitive with tropical hardwoods such as teak and ipe. According to the company, Accoya wood requires less maintenance than its tropical counterparts, and comes with a 50-year warranty for wood used above ground.

Currently, the company only sells products made from Radiata Pine, though it is exploring other species. The Netherlands-based factory hopes to expand production into other countries, where it can offer wood made from trees native to each area.

Accoya sells its products through distributors in 25 countries. The wood is generally more expensive than something like red oak, but is as much as half the price of teak or ipe, said Royal Plywood Company Materials Consultant Bruce Halvarson.

“No natural moisture can penetrate that wood,” Halvarson said. “If you try and put a water based stain on it, it won’t take at all, but an oil based stain will wick all the way through the wood from one side to the other.” Since the wood is treated from the inside out, it can be cut and modified in a variety of ways without compromising protection.

Accys was awarded a Cradle to Cradle Gold Certification by MBDC for its sustainable products and manufacturing processes.

Photos by Accoya


Welcome To The Future: Polymer Vision Demos SVGA Rollable Screen

This 6-inch screen displays black and white e-ink text and images at 800×600 pixels and can roll around a tube the circumference of a dime. If this isn’t the future of print, I don’t know what is.

Designed and manufactured by Polymer Vision, the screen can be rolled and unrolled 25,000 times. The question, obviously, is why would you need a rollable display? Well, as ereaders become ubiquitous the need for them to be almost indestructible. I could see a day when kids get their own ereaders for the nursery a la the Diamond Age. Interestingly, Polymer Vision isn’t the company of note when you think of e-ink displays so either they will license this technology or they could start taking more and more market shares from leaders like Eink.

Read more…


Data Tracking Startup Mixpanel Raises $1.25 Million From Sequoia, Rabois, Levchin, And Birch

When it comes to building a web startup, the devil’s often in the details. And keeping track of those details — be it how far users get in your signup process, or how often they’re clicking a certain button — can be a real pain.

Mixpanel is a startup that’s looking to solve that problem by giving sites an easy-to-integrate analytics solution. And today it’s announcing that it’s raised another $1.25 million from an all star roster of investors, with new investors including Sequoia Capital (Jim Goetz and Roelof Botha) and Keith Rabois. That’s in addition to existing investors Max Levchin and Michael Birch, who are themselves experts at tracking viral data. The company previously participated in Y Combinator and raised $500k from Birch and Levchin in Feburary 2010.

Unlike traditional analytics services that focus on page views and uniques, Mixpanel is all about on-page actions: how many times users are activating a feature, how far in a flow they’re getting, and so on. All of this is tracked in real-time.

The startup’s customers include Quora, Bebo, and Slide (which has continued to use the service even after the Google acquisition). Cofounder Suhail Doshi says that they now are tracking data for 2000 sites, many of which are mobile. Not all of these are paid though — Mixpanel also offers a free plan that tracks 25,000 data points per month. Paid plans begin at $150 per month, which includes 500,000 events.

Doshi says that the company is already generating a significant amount of revenue, with double-digit revenue growth each month. The funding, he says, will be used toward expanding the engineering team and to make their work environment “the best place for engineers” (sidenote: I’m hearing this mantra more often as the hunt for engineers becomes ever more competitive).

Aside from the funding news, Mixpanel hasn’t had much news in the last several months, but Doshi hints that we’ll be hearing some major product announcements over the next six weeks.

Information provided by CrunchBase


Charlie Cheever Explains The Difference Between Quora And Wikipedia

Hi Charlie.
Charlie Cheever from Quora.


Hey .


Look excited, your supposed to smile you’ve got a vast audience out there.


Okay.


Do you have a lot to smile about, Charlie?


Yeah, I think so.


Well you’re the founder and the CEO.


No, I’m not the CEO.


You ‘re just the founder.


Adam D’Angelo, the other founder is CEO.


So do you have a lot to
smile about with Quora at the moment?


Yeah, I think things are going really well.
I mentioned on stage we had our highest traffic day ever recently.


How many people was that?


We don’t talk about numbers right now.


More than a hundred?


We don’t talk about numbers right now.
No?
Why?


Why?
I don’t know.
We just decided not to.


I am curious
though, a lot of people
talk about this website they
say it’s a big deal, if
it is a big deal why don’t
you tell people how many people come to the site?


I think he main
reason we decided to do
that is that we’re really focused
on quality and we think
that if stuff gets too
focused on other numbers that
are too orthogonal to
that, then we might lose our focus on like the.


But why did you mention that you had the highest traffic number then?


Because, I was
just trying to, like.


Make some conversation.


Yeah.


So, I’ve been to
Quora a couple of times,
and not probably as sophisticated a tech user as some of our audience.
What’s the difference between Quora and Wikipedia?


Well, I think some
of the things that make Cora
distinctive from most other sites
are, where a lot
of primary source knowledge.
So we’re really focused on getting the
stuff that’s in people’s heads
that isn’t on the Internet,
onto the Internet, and so
a lot of times,
people who are like the authorities
or experts will come write
sort of a definitive answer on
Quora that just wasn’t there before.


and so.


What do you mean definitive?


Well so, Chris Dixon
tweeted out this question about
the Patterson cycle, which is
this thing in technology where like
there’s sort of a boom bust cycle that lasts 14 years.
And then a bunch
of people sort of responded, sort of
explaining why they thought it
was that way and why this
thing lasted about 14 years, and
then Arthur Patterson, who was named after it, came and answered the question.


So that sort of is like pretty definitive.


But aren’t networks like CORA un-pattersoning
Patterson in the sense that
nothing is all don’t
think so because I think one
thing that we do is
emphasis real identity so everyone has to use their real name on the site.
Beyond just, like your
real name and your picture, we
also emphasize like your bios
and also your bios on individual
topics and so you
know, if you’re A
journalist by day, but then
you’re also an expert chef then
if you’re answering some question about
cooking spinach, then your expertise
in food would be highlighted.


Well, I consider myself
an expert in cooking, but my children strongly disagree.
Who decides there?


I think the answer
to that is basically like crowd sourcing, for the most part.


But with me, how would you
crowd source my knowledge of
cooking when there’s only three
people in the world who can comment on it?


I think that it,
you know, probably those three
people would have some
input and other people wouldn’t, and
then there wouldn’t be very much data, but it would show.


Well back to the distinction
between Wikipedia, I think one
of the things that I like
about Quora versus Wikipedia
is the difficulty in being anonymous, which
I think that one of the problems
with Wikipedia is one never knows
who’s doing the writing, which lends
itself to spamming and
lends itself to people who have particular biases.


Do you think that’s fair?


Well, you can actually be anonymous
on Quora, but you sort
of have to explicitly choose too be anonymous.
And I think, I
do think it’s nice on Quora
that it can handle questions of opinion.
And you can sort of take
the answers that you see there
with a grain of salt, because you know where the answers are coming from.


And so, if there’s a question
about politics and someone who’s
a democrat answers, but sort
of says who they are
and, you know, proclaims that
they are liberal, then you
know that that piece of
writing is going to have that
slant and you just sort
of accept that and understand that that’s their position.


But it’s not, sort of, neutral
in the same way that other things are.


The other big difference between Quora
and Wikipedia is that you’re a full profit company, right?
You’re in the business of making money.


Yeah, we like to be a sustainable business.


What would happen with Quora
if you sold yourself, like what
Huffington Post did, for
large amounts of money, or
TechCrunch for that matter,
given that your core content is user-generated?
Would you ever give any of the money back to the people who contribute to the site?


Well we have, I just
said on stage, we have an
explicit non-goal of selling the company.
So I don’t think that will happen.


But if it did?


But also people, it’s
their content and they’re free
to post it on
their blogs or post it
somewhere else and other people
are also free to take the content right now.


So no profit share, for
example, if you were
selling advertising off the back
of people’s content, you wouldn’t give them a percentage?
Because I like what you’re
doing as profit and
I think that if Wikipedia
gave some money back to its contributors, it would be a better website.


Yeah, well we don’t have
any advertising right now, and so you ‘re probably aware of that right?


Probably Chuck.
I think that’s something
I’ll look into, but right
now it’s to early that
you’ve been comment on that kind of stuff.


Well, thank you
so much for being so
cheerful and I will
look forward to …

Cool.


…catching up with Quora in the future.


Thanks.


And good luck with the rest of the conference.


Thank you, Chuck.

Quora co-founder Charlie Cheever not only doesn’t want to sell his hot start-up but – as he told me backstage earlier this week at Disrupt – he even has an explicit non-goal of not selling the company.

Non-goals or not, Cheever has a lot to smile about. Traffic is up to record levels at Quora and the site continues to be a paragon of innovation in the social space. In this interview he explains the difference between Quora and Wikipedia, and we get into many other orthogonal discussions as well. But I wonder if Cheever is tempting fate by having such an explicit non-goal. After all, he’ll look ‘a right Charlie’ if Quora gets snapped up in the frenzy of acquisitions that will probably mark the post LinkedIn-IPO social marketplace.


A Bit More On WWDC, The Mythical iPhone “4S”, and iOS 5

With WWDC quickly approaching, the rumor mills are heating up with what we should expect at Apple’s annual conference known for big announcements. We’ve learned a little bit more that speaks to what to expect — including a couple of big, widely-requested things.

First of all, a lot of sites seem to be working themselves into a tizzy about the so-called “iPhone 4S”. While it has already been widely reported that there will not be any major hardware announcements at WWDC this year, people seem to be letting their imaginations get the best of them anyway. This site, for example, notes that Apple is pushing for British journalists to fly out for WWDC. And today, there’s a report about Australian journalists getting the same message. Both conclude this must be for the “iPhone 4S”.

As Electricpig writes:

A source tells us that Apple’s UK iPhone PR team is approaching journalists from major publications to fly out to the event in San Francisco next month. The obvious conclusion would be that Apple is announcing a new iPhone. Or rather, an updated model. The iPhone 4S is slated as a stop-gap before the appearance of a true, ‘&%!*, they’ve done it again!’ game-changer next year.

In no way is that an obvious conclusion. I’m not disputing the fact that Apple’s iPhone PR team wants people at this event. But guess what else that PR team is in charge of? iOS.

Apple is Apple — they may always have a “one more thing” up their sleeve. And at least one of our sources still thinks that Apple will surprise with some new iPhone hardware. But right now, we’re not buying it. All other (solid) indications are that there will still be no hardware announcements at WWDC. None. And the extension of invitations to journalists in no way indicates anything different.

Instead, we’re hearing that Apple is pushing for journalists to come to WWDC because the software announcements will be huge (and they likely know that journalists hearing there will be no iPhone 5 announcement may choose to stay home instead this year). And the changes will be vital for all developers in the Apple ecosystem(s) to know about.

And remember, this isn’t just about iOS 5. This is about Apple’s entire software backbone. iOS and OS X are both about to receive massive upgrades at the same time. And both will likely be extensively previewed at WWDC. Add to this Apple’s cloud announcements (which may or may not include the “iCloud” music stuff) and you suddenly have a WWDC that looks anything but boring, new iPhone or not.

The second bit of information we have heard is about iOS 5 itself. First of all, while we’ve been leading the reports of Nuance technology being fully baked into iOS 5, one place we’ve heard it won’t be used (at least not yet) is Voice Control. That’s odd since it’s perhaps the most obvious usage. But apparently, in the builds of iOS 5 currently being tested, the little-used feature hasn’t changed at all, we hear.

That could obviously change before the release (which is still likely months away, even though it will be previewed at WWDC), but apparently the Nuance technology is meant for bigger things more core to the OS than that one feature.

The other big news for iOS5 — and yes, I’ve completely buried the lede here, thanks for reading! — two things: completely revamped notifications and widgets.

Expect a lot more in a couple weeks. Obviously, we’ll be there live covering the event.

Information provided by CrunchBase


In Front Of Its IPO, Kayak Reports Growth In Revenue But Income Down

Late last year, travel search engine Kayak filed for an IPO, aiming to raise $50 million. The company just released a new version of its S-1 today, with updated financials. The company plans to list its stock on the NASDAQ under the symbol “KYAK.”

For the three months ending March 31 of this year, Kayak generated $53 million in revenue, which is up 43 percent from the same period in 2010. The company actually lost money in the quarter in terms of income, with a loss of $6.9 million. Adjusted EBITDA was $8.2 million.

In the filing, the company said it took a loss of $15 million in January 2011, when Kayak migrating traffic from www.sidestep.com to www.kayak.com. Kayak bought rival SideStep for $196 million in 2007. Because Kayak shut down SideStep’s site and URL, the company incurred a write-down of $15 million in the first three months of 2011.

From January to March, Expedia and its affiliates, including Hotels.com and Hotwire, accounted for 26 percent of Kayak’s revenues, followed by Orbitz, which accounted for 14 percent of Kayak’s revenues for the time period.

For the time period ending March 31, Kayak processed more than 214 million user queries for travel information, representing growth of 48 percent from 2010 and Kayak mobile applications have been downloaded over seven million times since March 2009. From January to March, Kayak saw one million downloads of its mobile apps, which include iPhone and Android apps.

While Kayak isn’t minting money, it’s probably a good sign for investors that the company is at least growing revenue.

One the risks Kayak identifies in the fling relates to Google’s acquisition of flight search software ITA Software. Kayak says that one of its risks is that it depends on a third-party (ITA) to query airfare results. Kayak licenses faring engine software from ITA under an agreement which expires on December 31, 2013.

ITA provides a large chunk (56 percent) of Kayak’s airfare query results and 29 percent of its airfare query results from January to March were obtained from other sources that used ITA. Basically, if Kayak somehow couldn’t use ITA’s software, it would be a big negative for the company. But Google cannot prevent licensing access to ITA’s software from third-parties, according to the DOJ mandate that pushed the $700 million deal through.

Kayak also acknowledged that with ITA’s technology, Google may also create other flight search tools and services that directly compete Kayak. Kayak is afraid that Google will include a better version of ITA’s software, that Kayak won’t have access to. From the filing: These services offered by Google could include enhancements or improvements in performance of the ITA software which may not be made available to us, such as improved performance that significantly increases the speed at which their software returns search results. Although the consent decree requires Google to renew our existing ITA agreement on the same terms, if ITA or Google limit our access to the ITA software or any improvements to the software, separately develop replacement software to which they claim we are not entitled or increase the price we pay for any improvements of replacement software and we are unable to replace ITA’s software with a comparable technology, we may be unable to operate our business effectively and our financial performance may suffer.

Information provided by CrunchBase


Google Responds To PayPal Lawsuit: People Have The Right To Seek Better Jobs

Yesterday, PayPal filed a lawsuit against Google and two of its executives for stealing trade secrets. The lawsuit came on the same day that Google announced its mobile wallet plans involving Android phones with NFC chips. The two executives, Osama Bedier and Stephanie Tilenius, previously worked at PayPal. In fact, Bedier was in charge of negotiating a deal with Google on behalf of PayPal for inclusion of PayPal as a payment mechanism in Android phones. The deal fell through and Google hired away Bedier instead, who then helped build Google’s own mobile wallet product.

At least that is PayPal’s side of the story. Last night, I asked Google for a comment. It took them a while, but a spokesperson just emailed me the following statement:

“Silicon Valley was built on the ability of individuals to use their knowledge and expertise to seek better employment opportunities, an idea recognized by both California law and public policy. We respect trade secrets, and will defend ourselves against these claims.”

Let’s parse this statement a bit. Google is saying that talented employees should be able to take their knowledge with them as they “seek better employment opportunities.” In other words, people can work wherever they want, and Google is a much better place to work than PayPal, so if Bedier wanted to switch jobs, who can blame him?

Sure, they can take their knowledge, but they can’t take trade secrets. Google says they “respect trade secrets,” so you can imagine they will be arguing that what Bedier brought along in his brain was just general industry knowledge and not any trade secrets specific to PayPal.

High-profile employment disputes are nothing new in Silicon Valley. When Apple poached IBM’s Mark Papermaster to head up its chip development, IBM sued. The two companies eventually settled out of court. In many ways, this is a PR move on PayPal’s part more than anything else. It is not like they are going to get an injunction to stop Google from going into mobile payments. But it’s a bad PR move because it shows exactly how scared they are that Google is going to succeed.

For some more background on what’s at stake, watch the video below from earlier this week at Disrupt when Stephanie Tilenius was on a panel at Disrupt that I moderated about the future of online-to-offline commerce.

Photo credit: Flickr/Henk-Jan Winkeldermaat

in New York City with a
focus on this area.
Thank you so much for coming
and being with us today.


So the reason I put
this panel together, and Alex
helped me, is
there seems to be a
lot of experiments with, especially
with mobile, turning mobile ads
essentially into something that
is more, something you can
track better, and one
way to track the loop from
impression to action is,
what better action than a payment, right?


And I just wanted to talk
a little bit about, you know,
what are the different ways that companies
are thinking about linking
those two things: the ad
or the offer, and the
payment, and how does mobile change that?
So maybe we
can start with you Stephanie.
Google has a lot of experiments in this area.


you’ve got an offer
determined in Portland.


Right.


And then there is also an
offers product that is linked to Latitude.
Just give us a frame of what they’re doing at Google.


So, we believe
that you’re going to
see a real transformation in the
mobile local space and how
consumers interact with merchants, with service providers.
You know, I think that we call
it the age of molo – mobile local.
And, we envision that
consumers will be able to
walk around and get
offers nearby, and so we have several different offers products.


We have check-in offers that you can get.
We have lots of big brands doing
that today like McDonalds, quick-serve kind of restaurants.
We also have a trial
we’re doing for prepaid offers similar
to what Groupon and LivingSocial do today.
We’re testing that in Portland and
other cities and ramping a
sales team to go out and
apply our SMB deals, large
merchandisedeals and at the end
of the day, you know, we
believe that consumers are going
to have a platter choice
around them, and they’re going to
want to be entertained, helped.


There’s a push-pull aspect to it,
some things we push to
them, some things we pull and
it will be very easy for
them to find things in their way local area.


Do you mix the inventory or
will you mix inventory of
prepaid offers like the
Groupon-style offers with the mobile offers which.
You’re already seeing, you know,
with some a lot of
mobile applications are taking advantage
of, but there is Groupon or Livingsocial
you check in and then
it tells you things nearby.


We have lots of different properties.
So you are going to see
us embed offers throughout our
experience and consumers do
not distinguish between different types of offers.


Right, so Louis, even
for speaking about this recently
in the batsman team of yours right.
How do you see this
whole space, what do
you think is a big opportunity?


Yes we look at it from a venture perspective.
We look at Online ads are
projected to go from 26 to 50 billion.
That’s about the same course that
Amazon was on from the
commerce, and it takes
all of e-commerce at $180 billion.
It’s about half of what Wal-Mart
does, one company that’s on predominantly offline with some online.


And you look at the size
of now what may
be influenced by online activity to offline.
Forester and others are estimating
up to 50 percent, 1.2
Trillion of consumer spending is
happening by influence of online to offline.
So when we talk about connecting the
two with or without mobile.,there are
a lot of different
subsegments, and we
are taking a venture perspective, as
opposed to be one of
the big leaders in the industry like Google.


The startup companies are looking at ways to enable that activity.
It could be retargeting a
consumer who went in a
retail store, leveraging LBS.
Retargeting them on their mobile
device to get them back into that offline store.
It could be driving somebody from
a pure online experience to go
pick something up offline, like Groupon.


A lot of different ways
to do it, the the trick,
I think, from the venture perspective of
the start-ups that are here today
is you want to,
it’s definitely go to where the puck is going to be.
It has been for about a year.
The problem is are you
going to be facing an empty
matter or are you going to
be facing a 6’7″ Russian who’s
going to clean your clock, right?


Is that – are you calling Stephanie a 6 foot Russian?


It could be.


Alex, in your
mind is sort of figuring
this out the Holy Grail of,
you know, not only mobile
advertising, but sort of, advertising in general?


Yeah, I mean, if you look at
the local advertising, I mean, Google is a tremendous company.
And local advertising; it’s very
hard to make that work in
an online context, because the
local bar doesn’t want to pay per click.
The local tennis instructor doesn’t want to pay per click.
He wants to pay per customer and
the best way of closing the
loop is actually not sending a
click, but sending a check or sending a payment.


And I think eventually
advertising and payments really
become one and the same.
And it’s kind of interesting, if you
look at any merchant they hate
paying Visa, Mastercard, American Express the two, three percent.
They love somebody thirty percent.
I mean programs have
been pull that off,
and it’s not just about the deal of the day concept.


That worked very well.
It’s more about you merge these
two so that you’re not sending an offline merchant click.
We are actually sending them a customer and you can close the loop.
So, I think that there are two or three reasons to be a payment company.
One is to just markup
interchange and I think
that is going to go the way of
the Dinosaur, Two is data.


Look at what Amazon does; people that bought this also bought that.
American Express can do that
better than anybody because they have
all of your payment history the
third is vertical integration or closing the loop.
And I think that is where payments are headed.
That is also we are off on advertising side.


So just to give an example so people
would understand what you do,
you told me this backstage that you
know, some body
might have bought a movie
ticket on Pandanggo and then
the gap wants to target
certain subset of those
people to go to the gap.
So they give him an offer for the gap.


Right.


That was a real offer that you did was very successful.


Right.


Can you talk about that a little bit?


Yeah.
A lot of what we do is transaction level targeting.
So there are different ways of targeting an offer.
One is purely Push which
is what initially goggle office product
is giving it’s also what Groupon
has done very successfully another way
is pull so I see what
near by me another way is
check in based so this is
force and others are giving
what we do is a little
bit of more trans cation base ;we
know you just brought two movie
tickets ;your email and the
movie theater that you are going is
right to next to a Gap; here’s
forty percent off at The Gap.


And doing stuff like that its actually, its very relevant to the consumer.
But it’s also sending somebody like
Gap A very high quality
customer because they know there’s no adverse selection problem there.
This is a person that just spent a requisite amount of money somewhere else.
It’s not somebody who is looking
for a deal is that best
people that you can find are
not ones that are motivated
by coupons or discounts.


Right.


And that generated a million dollar for sales one day?


Yeah.


That ‘s amazing.


So, and you can do
that, but it’s a million dollars of sales from good customers.
And it’s not to say
that very good customers, where you have some percentage.


Is any sale from a customer a good customer?


It depends on how you discount
your product, so I know
a guy who’s a dentist and
did a group on i said
buy large, the vast
majority of groupon merchants are very happy.
Because I would say there is no such thing as a bad lead.
It is usually a badly priced lead.


Right.


You discount your product below your
cost and you do it
because you think the LTV is going to be very high.
The lifetime value is going to be very high.
And it does not pan out
because you have very promiscuous customers
that will go to this dentist
this time, the next dentist,
the next time no loyalty there.


It’s not gonna work out for you.
So, different customers have different
lifetime values and different qualities,
the best type of customer is
one that isn’t motivated
by a discount but where a discount can change their behavior.


Well, Stephen, what is
your thinking on this, I mean,
weren’t you on the team that tried to buy Groupon?


I can’t comment on any activity at Google.
I agree, I agree with Alex that it.


It’s just in terms of,
there’s a model here right,
the Groupon model which kind of
took of, right, and that
may or may not be the The only models we’re discussing.


I agree, I think Groupon was,
is a great company and congratulations
to them for getting a foothold on
the local space and starting this
whole wave a long line
to offline, or lower, however you want to term it.
I definitely think that there’s gonna be a ton of innovations in space.
But Groupon is tapped
into One alumina and it
ultimately is going to be
about customer management, so big
brands, small brands they
want to manage the lifetime value of the customer.


And they want to know who
that customer is when you walk
in the door, they have geolocation technology
and they can figure out who it is.
And I think it’s very similar to
what Alex said in the sense that
if you know that customer is,
you can target the promotion at
them that actually gets them to
do a certain thing that valuable to them and the merchant.


So it’s symbiotic.
And what you are seeing today is,
you know, retailers spend so
much money on promotions that they
have no way of targeting that, and
they don’t actually know how to target the customer that comes in the door.


And, and What are the
different ways that you are
experimenting with targeting customers?


Especially, in a mobile context,
what do you You know,
what do you know about potential consumers
that you can offer
to merchants or brands?


Right.
I think if you look at the
statistics, Forrester basically
says that 50% of commerce is going to be affected by the mobile phone.
Everyone, you know 50% of the phones in the US are smart phones.
People carry them, they use them for shopping today.
You’re going to see them look for inventory.


For example, today we have 70
of the top 100 retailers integrated in our Google shopper app.
We have over five million downloads
and people use it to actually find local inventory.
You’re also going to see consumers going
to a store and if the
inventory’s not there, they going to
be able to tap, you know, scan
a bar code or tap on
an SE tag and just
order the item online and have it shipped to them.


So you are going to see the integration of online and offline inventory.
And these merchants will actually
be able to target promotions and inventory to consumers.


Let’s take it one step
further, Google is making a
big bet on NFC, NFC payments
right and android or just
NFC chips, which we use for lots of things like the payment.
sort of that’s the
one of the biggest potential apps there.
Can you paint a picture for,
you know how an NFC-enabled
phone might work as
a payment vehicle as well
as how it might tie
into some of what we were talking about in terms of offers?


Yeah, there’s a lot
of applications for NFC which
is why we believe it’s
a really important opportunity for
Android and we are making a bet on it as a company.
You can tap on a poster in New York City and find information about a movie.
You could get an offer from an NFC tag.
You could walk into the Gap
and if they don’t have your size
jeans, you could tap on an
NFC tag and have it shipped,
have those jeans shipped to you the next day.


So there’s a lot of
potential and the ease of
use of tapping, and tapping
it’s literally seconds and it’s so easy.
We do believe in NFC.
We also believe in bar code, you know QR codes.
I mean there’s a ton of things going on right now in the space.


Right.


Not just NFC.


In fact you’re making an announcement tomorrow, right?


We do havethe partner announcement tomorrow.
It’s gonna be an NFC payment announcement.


I can’t confirm what we are doing tomorrow.


My understanding is that you’re
going to make an announcement with
Citibank, to enable NFC
payments on Android phones.


We have a partner event
and they’ll be around local commerce.


Ok, you heard it here first.
Lewis, do you
think that this whole idea
of The NFC payments is going to work?


Yeah, first I’d like to ask
Stephanie if she can confirm she
has either a We see, it’s coming.
It’s a wave.
It’s going to be here.
There are a lot of
hitches within use cases
and comes to play,
Stephanie’s rattling up a number
that, are much, there’s some that are very easy on the spectrum.
A consumer standing by their
own at a podium or
add an ad get information,
and get a discount of their mobile
device much more simple, right?


When they’re in a retail environment
And a low average ticket, high volume environment.


POS being the cash register.


Correct, point of sale.
Where 2 seconds make or
break a product in speed
of the transaction at the merchant level.
There are still certain
issues that need to be overcome,
which is why we’ve
been following mobile payments in
these applications for years.
We did a study about four years ago, five years ago.


Most of the companies stabling around
mobile payments aren’t actually processing
the payment concentrating transactions,
like a Groupon, right?
What happened, the trip up
points in some of the use
cases are what if the
consumer wants to integrate awards or royalty program?
What if they have a gift card program and it’s not integrated with that?


What if there’s a line that they’re
on, and they’re using their smart
device for other activities
like email or playing a
game, and they don’t want to
stop at the second they have
to pay and enable it?
All of that will get worked out
but what we have seen.all
the excitement around it is there from a consumer perspective.


I think the excitement is
from the technology companies perspective.
Now that’s picking up, absolutely would
imagine for Google it’s a
lot more of the data than it
is trying to be in a payments processing center.


Right and maybe a little
bit from early adopted consumers but
I guess my question is, to
what extend is there a
hurdle that you have to
get local merchants to adopt these
technologies, you know, local
merchants are not, when they
have to do something new that ‘s
a barrier to adoption it seems to me.


How are you addressing the investment.


And they generally only care about
two things, cost is number
one and fore-number one, and number
two is speed of transactions,
if they are of the high-volume store like a coffee shop.
And if NFC can
conquer both of those for
them, they will be much
more receptive if there’s no
additional cost, either in hardware
or in transaction fees, and you
can expedite that line, that’s
what they first and foremost love
the idea, and there’s been lots
of attempts about creating data-driven
royalty programs for awards for
local merchants, very very
difficult to do, although now,
we’re with the adoption of
smart phones, and the scale
of the players, like MasterCard, like
Google and others going in
to promote NFC, It has
I think it’s first real chance of getting there.


Since floating an answer to some of the questions.


I think look these
things always technology transformations always
think in some ways longer
than you think, but in some ways shorter than you think.
I think, 10 years from now
we’ll all accept this
as a reality I don’t know how long it’ll take to get there.
If you look at Starbucks, I mean
Starbucks launched a noble loyalty
program and it’s just
based on barcode scanning and
they just have over 3 million users
like that, and then
they just launched NFC in the UK, NFC payments.


With barcodes in orange you’re seeing
sort of momentum in this space.
The stats actually speak for themselves.
Look, I don’t know if
the analysts are right, but here
is what the analysts are saying so
there was 4.9 billion of
local commerce in 2010,
and the projections are that
gets to 163 billion in 2015.


That’s mobile commerce.
Mobile payment, there was a
170 billion dollars of volume
in 2010, and that’s going to 630 hundred billion.
So you look at digital, you
look at, there’s a ton of
there’s already a ton of activity in this space.


A lot of this is overseas though.


A lot of it is overseas but
there’s a lot of proof of overseas
and Japan, Singapore contractors, you know.


Do they already have NFC in Japan like they have ?


Yes, Singapore, Japan, they have NFC everywhere, everybody uses it.
You know, T points
has 45 million wealthy customers using NFC .


How would, if NFC
became widespread, how would that
help sorta the whole,
what you’ve been talking about tying
offers to, to ads
What I go back even
one step to Louises comment
of,there is a cost issue to
a lot of merchants so why
would merchants ditch their legacy
hardware if everybody has a credit card anyway.


And this is actually one of the areas where offers can be helpful.
So if you go to
the local coffee shop and say
“I will guarantee you a
thousand new customers” into the
next month but you have
to add this device to your store
we’ll probably do it if
it say if we tell them
alright each customer is going
to save 1.5 seconds paying and
you have to pay five hundred dollars
for this new device they probably
won’t do it so it’s another
area where offers not really
offers in general but just
getting people into the story,
sending customers can be a very, very powerful motivator.


If you think about the mobile phone,
one of my favorite companies in the
world is called Catalina Marketing and
and they dominate the space
for, primarily supermarkets and loyalty
programs in supermarkets and pharmacies.
So you pay and at the end you have some offers on your receipt.
That’s very twentieth century.


What can you do on the phone?
Alright, I pay with NFC, and
then I might see a couple offers right there.
I can save those offers offers to my online phone.


If I just got those offers.
I mean, every time I go
grocery shopping I see those offers
and maybe I’m not the
target audience but you know
there usuallyat something I want
to buy, and if you just
replace those same offers on
my phone, it just turns
into digital spam instead of


It’s better though,I mean, the
key thing is that defective feedback
so Catalina typically has over
a ten percent redemption rate for
one of the coupons that they
give out because in many cases they’re
very there like they know
that the supermarket has too
much milk they know that
you buy milk once a week
and they’ll say here’s two dollars off milk.


So you know they have massive
redemption rates for the offers
that their giving away, but they
don’t know if you use it
till another two weeks or another
week at least on the phone
I can say, I want this offer
I’m going to save this to
my phone and then I’m
going to use it next week
so there’s a lot of neat stuff
you can do now that you
have a smart device as opposed
to a piece of plastic .


Alright so Square just had an
interesting announcement yesterday
where they’re turning
their iPad app into more
of a cash register in
a sense and they also have
this idea of square cards
where its kinda like a
wealthy card type of offer what do you guys think about that approach?


Yes, I will go first.
I think they’ve definitely
started moving toward some good
pivots, right, where initially
when it started out going after
higher risk higher fraud
merchants as volume and
then they had their underwriting problem which
was pretty clearly going to
hit them and so they’re very
successfully to me evolving
the model, going from what
in smaller divots that
would’ve been a huge, would’ve been
a big divot instead they’re going into pivots.


It’s going well that’s a good way to go.
They’re also talking apparently a lot
about community driven aspects
for the merchants of sharing the
data across them to help drive more volume.
And between them which really
hasn’t been done by a
payments processor or POS
system that’s grabbing the data.
So as long as
they have the capital to
support, which they clearly
do, these ongoing activities, and
now the partnership with Visa, there’s
probably some really cool
stuff that will evolve out of it.


yet to be seen.


Were they having underwriting problems?


Well, they paused it for
a while because of sponsorship and
underwriting about a year ago.


I think that’s another
area where you can take a
smartphone that can do pretty
much anything and you can disrupt an old industry.
And you put, like, square
is really competing with cash
and the best way to compete
is not to display something that
works pretty well but cash doesn’t work.
If you wanna make a five hundred
dollar purchase at a flea
market and all you have is a credit card.


Now you enable the flea market
seller and the artist to actually accept
credit cards, and I think what square is doing is pretty amazing.
And I think they have a lot of success ahead of them.
And plus with GPS coordinates and
everything else, I think
they can manage the fraud problem very effectively.


Paypal did it a long time ago.
They’ve a different set of fraud
parameters to look out for, but they’ve got a very smart team.


But it also opens up and
once people are starting… merchants
are starting to take payments via these,
via their mobile phone and
once consumers are paying, well
that opens up the possibility
for a peer to peer payments, right?
I mean, for instance, for
Google, Google has Google Check Out, right?


You already have the infrastructure to become you own payments…processor .
To what extent does
it make sense to tie that
with some of these other which
are more advertising and offer driven
programs.
I mean, is it
better for the consumer or
the merchant in the end
if you can be the
payments processor and lower the payments fees?


Yeah, I think there’s a misnomer that
Squares are actually trying to
compete with Mastercard and Visa.
I mean, you swipe your card, use your credit card.
I think what they’re competing with is cash.
They’re going into the small guys,
and frankly Paypal did this very
early on, and they’re servicing
really small merchants and displacing
cash, which is actually good for Visa and Mastercard.


I think it’s good to
actually tie loyalty and offers to those things.
And what really merchants care about is traffic.
They want traffic and they want new customers into their store.
The payment processing is a small
cost on a relative scale.
It’s important, for big merchants
it adds up.
But the real important thing is
driving traffic into Is Google doing anything on the loyalty side?


We don’t have anything to announce at this time.


OK.
Well, we’re out of time.
Please give a round of applause to our panelists.
And thank you so much.
I hope you learned something, I certainly did.


You guys can walk
down the stage and we’ll have our next presentation.
I think we’ll to do a stage


Pixable: 10 Percent Of Facebook Photos Are Profile Pics

Pixable, a startup that develops sleek social photo creation and categorization tools for Facebook and other photo sharing sites, has released an infographic today that includes a number of impressive stats regarding profile pictures on the social network.

Pixable’s service, which has 800,000 users, allows people to use of all their Facebook and image sharing site photo content like captions, tagging information, comments, and birthdays to make albums, slideshows, calendars and nor artwork. Pixable’s browser-based simplifies the creation of albums, making it easy to use for anyone. One of Pixable’s early applications was a nifty tool that allows you to make mosaics of your Facebook photos.

According to Pixable, 10 percent of all Facebook photos (which are expected to hit 100 billion photos downloaded this summer) are profile pictures. Women upload profile pics more often than men, with women uploading photos every two weeks compared to three weeks for men. And the number of profile photos uploaded per user has tripled since 2006. On average, the typical profile photo has 2 likes and 2 comments.

While we know that Facebook is dominating the photo sharing space, it’s interesting to see a deep data dive on profile pics, in particular.

Information provided by CrunchBase


Euro VC Rockstar Katy Turner Departs Eden Ventures For VideoPlaza

Respected European venture capital associate Katy Turner is leaving Eden Ventures to join video advertising startup Videoplaza, working as their head of marketing out of London. The startup is currently making a name for itself delivering video advertising across the the web and into other devices like TV. It’s secured plenty of VC backing to achieve this.


Google Starts Adding Flight Schedules And Airline Routes In Search


We know that Google has big ambitions for flight search, as the search giant dropped $700 million on travel search software developer ITA Software. Today, the company just announced a few new flight search features that have been integrated into search (but do not use ITA’s technology….yet).

Now, when you search for a destination on Google, you can see which airlines serve that specific route and when they fly. For example, if you search for flights from ‘New York to Chicago,’ you’ll see schedules of all the non-stop flights that serve that route, which airlines fly, and times. You can access the full timetable by clicking on “Schedule of non-stop flights.”

You can also see all the destinations with non-stop flights from a particular airport. So if you are in Chicago, you can search for ‘flights from Chicago’ and Google will show you a number of routes from Chicago’s airports and which airlines fly from the airport. Similar to the schedule feature, if you click “Show all non-stop routes,” you can get the full list of destinations and from there, you can click to get more flight details.

In the post, Google software engineer Petter Wedum writes that the company is ‘eager to begin developing new flight search tools’ that are integrated with ITA’s software. Of course, the DOJ has mandated a number of conditions that Google has to abide by with regard to ITA’s presence and integration into the search company. It should be interesting to see what Google has up its sleeve for travel and flight search.

Information provided by CrunchBase


Do You Prefer Cell Phones Over Sleep? You’re Not Alone

Our obsession with our smartphones has grown into a full-blown addiction, according to a new survey in the iPass Global Mobile Workforce Report. According to iPass, one of every three mobile workers get up regularly throughout the night to check email on their phone, and nearly half of those surveyed admitted that they couldn’t sleep without a smartphone within reach.

Read more…


Disrupt NYC, In Tweets

I am still recovering from Disrupt NYC. It was our biggest event ever, and we’ll be posting more videos and highlights throughout the next few days. But here are a couple of charts that give a snapshot of the activity around the event as measured by Tweets with the event hashtag #TCDisrupt (thanks for the charts, Simply Measured).

In the chart above you can see the distribution of Tweets across the three days. That spike on Day three was related to an iPad giveaway linked to people Tweeting out the hashtag, which was Tweeted out 18,177 times (and that doesn’t include tweets that used other hashtags such as #disrupt or simply mentioned Disrupt without a hashtag).

But I particularly like the chart below, which shows the distribution of Tweets with the #TCDisrupt hashtag which also mentioned the names of the six Battlefield finalists. In terms of which companies generated the most buzz on Twitter, Disrupt NYC winner Getaround garnered the most mentions with a 38 percent share. Runner-up Sonar was second with 21 percent, with the other runner-up BillGuard getting 17 percent. Another finalist, Do@, edged out BillGuard with 18 percent of mentions.

You can find videos of the finalists and all of Disrupt NYC here.


By Popular Demand, The Music From Disrupt – Available For Download

We’ve gotten a lot of requests for our Disrupt conference theme music. Some conference attendees and webcast viewers apparently can’t get the music out of their heads and want to hear it some more. Instead of picking music from a music production library, this year we created custom tracks.

The music came to us all the way from New Zealand from a company called Smith & Keats Music. They have a background in creating pop hits and have earned a reputation for specializing in music for the tech industry. Other clients have included Nintendo and Sony-Ericsson.

The composers say living in New Zealand gives them exposure to a broader range of artists from around the world. In the US and other countries, the music charts are dominated by local artists. Not so for New Zealand, where they claim only the best of the best makes it to their shores.

The time difference in New Zealand was also a plus. TechCrunch gave Smith & Keats direction and feedback on the music via email late at night, which was midday in New Zealand. So, when we woke up the next day, there was new music sitting in our inbox.

Tanya Porquez, our Event Director for Disrupt, felt strongly that music was key to creating energy and excitement for Disrupt. The music far exceeded her high expectations and she was happy to hear our own theme song and watch people responding and singing along.

Here are the 5 music cuts. Smith & Keats has given us permission to post them online and make them available to download. We even heard about a special dance that developed to them, so dance away.

Track 1. Get Ready to Disrupt [download link]

Track 2. Walk This Way [download link]

Track 3 TechCrunch Disrupt Theme Song (featuring “TechCrunch Disrupt” audio sample; a crowd favorite) [download link]

Track 4 Battlefield Rumble (used for the Startup Battlefield segments and the motorcycle giveaway deliberations) [download link]

Track 5 High Energy Techno [download link]

Photo credit: Joe Corrigan/Getty Images for AOL


Analyst Argues Against Google’s Chrome OS Security Promises

Google made a couple bold statements about its upcoming Chromebook tablet, many of which have certainly excited consumers, particularly the promise of an end to security hassles. In the Chromebook launch announcement, Google claimed that “Chromebooks have many layers of security built in so there is no anti-virus software to buy and maintain. Even more importantly, you won’t spend hours fighting your computer to set it up and keep it up to date.” Sounds nice, right? Well, Trend Micro’s security consultant Rik Ferguson vigorously disagrees, claiming that the search giant risks repeating the same security mistakes Apple made.

Read more…


Apple’s iCloud Needs To Be More Than Just An Online Locker To “Transform Music”

As we’ve suspected for a long time, Apple is very close to launching an online music service which may go by the name iCloud. The basic idea is that it will mirror your iTunes collection online so that it is available on any device without clunky cable syncing.

While getting rid of those cables will be a big step forward, if iCloud is nothing more than a music locker service it won’t go far towards transforming digital music, as BusinessWeek proclaims. Brad Stone and Andy Fixmer at BusinessWeek report that three out of the four major U.S. music labels have already signed up with Apple, and the fourth is about to sign. This will give Apple a huge advantage over already-announced music services from Amazon and Google, both of whom failed to secure licenses from the music industry and thus launched with compromised products. Since they don’t have the right licenses for streaming music, they require consumers to upload their music collections to the “locker” services. (Apparently, Google was willing to pay the labels $100 million up front for the music rights, “but talks broke down over the music industry’s concern that search results in Google and YouTube often point to pirated music”). Apple will simply index your collection and mirror it without the need for bulky uploads. Here is how BusinessWeek describes Apple’s upcoming iCloud music service:

Armed with licenses from the music labels and publishers, Apple will be able to scan customers’ digital music libraries in iTunes and quickly mirror their collections on its own servers, say three people briefed on the talks. If the sound quality of a particular song on a user’s hard drive isn’t good enough, Apple will be able to replace it with a higher-quality version. Users of the service will then be able to stream, whenever they want, their songs and albums directly to PCs, iPhones, iPads, and perhaps one day even cars.

. . . While it may be a huge shift, it won’t be free. Apple no doubt has paid dearly for any cloud music licenses, and it’s unclear how much of those costs it will eat or pass on to consumers. One possibility would be to bundle an iCloud digital locker into Apple’s MobileMe online service, which currently costs $99 a year and synchronizes contacts, e-mail, Web bookmarks, and other user data across multiple devices.

So let me get this straight. Apple’s iCloud will be iTunes online, with a few features that make it slightly better than Google’s Music Beta—namely, I won’t have to spend hours uploading my music collection and I will get better quality audio files for some songs. That’s all great, but I am not sure it is enough for me to pay a monthly subscription. If it’s bundled with MobileMe, it certainly would make that service more appealing, but I wouldn’t pay for iCloud as a standalone service if that is all there is to it. And certainly, this could turn out to be only one part of a revamped MobileMe service. Depending on what else will be added, iCloud could help push more MobileMe subscriptions overall.

But let’s take iCloud as a standalone service. If it’s so great, people should be willing to pay for it on its own. But why would I pay a monthly subscription for the privilege to listen to my own music collection streamed from the Internet? I’ve already paid for all those songs, and now I am going to pay again just to have them available online? I don’t think so. Guess what, I can already do that for free with Google Musc beta. Sure, it takes a while to upload all of your songs. But it’s all done in the background with a music manager desktop software that you download. When I did it, I was surprised at how fast my songs became available—so much so that I thought Google was mirroring my collection. (You can see what Google Music Beta looks like in this episode of Fly or Die, which I’ve embedded below).

Forget about streaming your own collection from the cloud. That’s great and all, and it should be a feature of iTunes included for free. If I am going to pay a monthly subscription for a music service, I’d better be getting access to any song I want. I’d rather sign up for Rhapsody, Rdio, or (one day) Spotify, and get unlimited access to millions of songs. If Apple wants to truly transform digital music again, it needs to change the way we consume and pay for it. If iCloud is just a better music locker, it’s not terribly exciting. If it’s also a jukebox in the sky with a full-blown music subscription service tied to my existing iTunes collection—well, now I’m listening.

Photo Credit/Flickr/Kevin Dooley

Information provided by CrunchBase